Search Results

You are looking at 1 - 3 of 3 items for :

  • Author: Maja Rožman x
  • Management, Organization, Corporate Governance x
Clear All Modify Search
Open access

Maja Rožman, Sonja Treven and Marijan Cingula

Abstract

The main objective of the paper is to determine the impact of behavioral symptoms of burnout of older employees on their work engagement in large- and mediumsized companies in Slovenia. The research is based on the implementation of a factor analysis by which we wanted to reduce the large number of variables into a smaller number of factors. With those factors, we performed a simple linear regression. Based on the results, we confirmed the hypothesis that behavioral symptoms of burnout of older employees have a statistically significant negative impact on their work engagement. Well-being of employees of varying ages in the workplace is key for long-term effectiveness of companies. From this point of view, companies should apply appropriate measures to reduce burnout as well as to contribute to employees’ well-being and better workplace performance, which is reflected in work engagement of employees.

Open access

Maja Rožman, Sonja Treven and Vesna Čančer

Abstract

Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies.

Objectives: The goal is to investigate the differences between the motivation and satisfaction of employees from different age groups in the workplace.

Methods/Approach: The paper is based on research including a survey of two age groups of employees in Slovenia. We employed the Mann-Whitney U test to verify differences in the motivation and satisfaction in the workplace between the two groups.

Results: Older employees are more motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees regardless of their age. They are more satisfied with interpersonal relationships in the company; their work; working hours and the distribution of work obligations; and facilitation of the self-regulation of the speed of work performed.

Conclusions: Motivation and satisfaction change as individuals age. Using this information, managers and employers can apply appropriate measures to contribute to employees’ well-being and better workplace performance, better working relationships with colleagues, higher productivity, and greater creativity.

Open access

Maja Rožman, Sonja Treven, Vesna Čančer and Marijan Cingula

Abstract

Background and Purpose: People spend a significant part of their lifespan working, but the role of age in job design and implementation of work have largely been ignored. The consequences can be evident in stress and burnout in different symptoms. Thus, age-diverse employees are faced with different symptoms of burnout and stress when carrying out their work. The main aim of this paper is to present burnout of older employees compared to younger employees in Slovenian companies.

Design/Methodology/Approach: The paper is based on research including a survey between two age groups of employees, namely the younger employees that were classified in the group of under 50 years of age and the older employees that were classified in the group of above 50 years of age. Since the Kolmogorov-Smirnov and Shapiro- Wilk test showed that the data was not normally distributed, the noan-parametric Mann-Whitney U test was used to verify differences in the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between two groups.

Results: The results show that there are significant differences in the great majority of the variables describing the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between younger and older employees.

Conclusion: Well-being in the workplace of age-diverse employees is a key for long-term effectiveness of organizations. Managers and employers should apply appropriate measures to reduce burnout as well as to contribute to employees well-being and better workplace performance.